This need for innovation will extend beyond the clinical aspects of healthcare to also include supply chain, revenue cycle, HR, facility planning, and design amongst others. They will need innovative approaches to support the rapidly changing clinical side of the business.
These innovators will need to help develop a vision, get stakeholders onboard, research and identify customer needs and new ways of working, prototyping, failing, learning, and iteratively building new services and business models suited to the changing environment. The right answers will address more than just the functional needs of patients, they will also address their social and emotional needs.
Some of the skills and knowledge needed for success may not currently exist in provider organizations – they will need to pull from payors, public sector, high tech, big pharma, start-ups, and other sectors. Identifying the necessary traits, finding and recruiting the right people, and orienting them to the provider world will be a challenge.
In order to be successful in the value-based world, these leaders will need to understand the various sources of data and figure out ways to integrate them for operational and analytic purposes so they can be appropriately leveraged. The data is currently in siloes and these innovators will need to fully understand the different pieces and how best to link them together.
Lastly, these new innovative leaders must understand the power shift from physicians as a hospital’s main customer to the patient and their family as the primary customer. This requires a consumer-minded approach that focuses on the whole patient experience – within the hospital and beyond. Building and maintaining an engaged relationship with patients and their families requires new tools and technologies that are minimally-used by provider organizations today.